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Great cultures happen when greatness is expected and promoted, and mediocrity is intolerable. I learned this back when I was at Drift. And the key to creating this world-class culture is what I’ve come to term the Rhythm of Business.
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RECENTLY PUBLISHED ON NEARBOUND.COM
- Nearbound and the Rhythm of Business by Jared Fuller
- A Deep Dive Into the Nearbound Book, with Mike Midgley
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- Unleashing the Power of Nearbound: The Stats You Need to Know by Andrea Vallejo
- Nearbound Podcast #160: How Open Source Unlocked Our Ecosystem - with Clint Oram
- The Future of Sales Enablement: Integrating the Nearbound Strategy in Your Cold Outreach Efforts by Jeremy Chatelaine
- Integrations as a Growth Lever by Jessica Fewless
- The Role of Nearbound Partnerships for Customer Success by Alper Yuder
- How Nearbound Can Help Keep and Win Back Customers by Delphine Le Person and Isaac Morehouse
FROM JARED FULLER
Nearbound cultures happen when...
**The following is an excerpt from Nearbound and the Rise of the Who Economy written by Jared Fuller. Get your book here.
Great cultures happen when greatness is expected and promoted, and mediocrity is intolerable.
I learned this back when I was at Drift. And the key to creating this world-class culture is what I’ve come to term the Rhythm of Business.
At Drift, there were the cadences and rituals to enforce precisely what was promoted and tolerated. There was a daily, weekly, monthly, quarterly, and annual series of cadences and rituals that defined who we were by what we did.
I’m not exaggerating when I say, done right, this rhythm to Drift was one the most powerful leadership lessons I’ve ever learned. Our path from a few million in ARR to dozens of millions in ARR was lightning speed.
If you want to create a nearbound culture, you have to establish the Nearbound Rhythm of Business (RoB).
Overlay and weave nearbound into the cadences and rituals of your business, every year, quarter, month, week, and day for every department to drive your company culture instead of your company culture driving you.
Nearbound layers on to every department, but it must be orchestrated by the partnerships team.
That means, more than any other role, partner leaders have to learn and understand the rhythms and cadences of the company and each department. To effectively run nearbound plays, partner managers need to be dancing to the same beat as the rest of the org.
The unique challenge of partner pros is that they need to both create their own rhythm of the role, AND overlay onto the rhythms of others (namely the GTM teams).
The market shift is here, and we don’t need partner leaders by name. We need partner leaders by actions.
Every partner pro must decide to accept this challenge on his or her own.
Will you?
Read more here.
See you tomorrow
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